Exploring the link between human resource practices and turnover in multi-brand companies: The role of brand units’ images

Slavich, Barbara; Cappetta, Rossella; Giangreco, Antonio

doi:10.1016/j.emj.2013.06.001

Cited by 17 publications

(14 citation statements)

References 86 publications

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“…The relationship between competences development programmes and turnover intentions is sustained by several studieswhose conclusions point towards a negative association between these two constructs (Schmidt, Willness, Jones, & Bourdage, 2016;Slavich, Cappetta, & Giangreco, 2014). The study of Tanure, Evans and Pucik (2007) is Competences development and turnover intentions relevant, where approximately 93% of executives consider that the development of their employees' competences is regarded to be a challenge, and that, at the same time, this development is essential to reduce turnover intentions.…”

Section: Literature Reviewmentioning

confidence: 98%

Competences development and turnover intentions: the serial mediation effect of perceived internal employability and affective commitment

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Chambel

et al. 2020

EJMS

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Purpose This study aims to explore the serial mediation effect of perceived internal employability and affective commitment in the relationship between the organisational practices of competences development and turnover intentions. Design/methodology/approach The methodology was quantitative and is based on a survey with a sample of 313 participants, all of whom were employed in several organisations located in Portugal. Findings A significant and negative effect of organisational practices of competences development, perceived internal employability and affective commitment on turnover intentions was verified. A total serial mediation effect was also found from perceived internal employability and affective commitment in the relationship between organisational practices of competences development (i.e., training, individualised support and functional rotation) and turnover intentions. Practical implications These practices should be developed by leaders of organisations in order that employees feel that the organisation is investing in their development, which can lead to an increase in their emotional attachment towards the organisation and consequently increase their desire to stay in the organisation. Originality/value This study makes two important contributions. First, it confirms the existence of a significant and negative relationship between perceived internal employability and turnover intentions. Second, it proves the existence of a total serial mediation effect of perceived internal employability and affective commitment in the relationship between organisational practices of competences development and turnover intentions.

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Section: Literature Reviewmentioning

confidence: 98%

Competences development and turnover intentions: the serial mediation effect of perceived internal employability and affective commitment

Moreira

Cesário

Chambel

et al. 2020

EJMS

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“…Thus, it ensures all the corporation understands and actively seeks to deliver brand's promises (Tosti & Stotz, 2002). So, human resources management needs to set its roots on internal branding, as it helps not only in turning regular employees into brand champions (Löhndorf & Diamantopoulos, 2014), leveraging business, but also in reducing turnover by motivating personnel (Slavich et al, 2014). Internal branding potentiates attraction and retention of the best human resources, optimizing recruitment processes, incentivizing its productivity, loyalty and retention.…”

Section: About Turnover Internal Branding and Psychological Contractmentioning

confidence: 99%

Psychological Contract, Internal Branding and Employee Turnover in an IT Company

Oliveira¹,

Moro²,

Torres³

2019

Academic Journal of Interdisciplinary Studies

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We are living in a time of huge competitiveness, where many institutions fight hard for their survival. Unemployment, exclusion, xenophobia, poverty and disrespect towards nature and our peers are causing unbearable impact to humanity. This situation is challenging us to retrieve and keep alive the true values, without any distinction of cultures, religions and ways of thinking. Only this way we can contribute to a fairer, inclusive and better society. A corporation can contribute to the employees' well-being, personal and professional fulfillment. The present study is focused in the employee turnover and how it is affected by the internal branding and the psychological contract, in a company of informatic services – in which we mainly considered its organization and human resources. So, we aimed to contribute to the understanding of: internal branding and psychological contract, and their interrelation; effects of internal branding and psychological contract in employees; the turnover (common in this company of informatics services). A questionnaire was developed to measure the internal branding and employees' psychological contract. We used several statistical techniques to analyze the data, namely, descriptive statistics analysis, factorial analysis in principal components, comparison of means and correlations among the resulting dimensions. Findings reveal low values for the internal branding and psychological contract, although, men feel slightly more satisfied with their situation than women. A positive association was found between the internal branding and the psychological contract, admitted as a possible cause of turnover. Anyway, results denote an insufficient concern of the company towards its human resources.

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“…Cappelli (2000) considered employee retention management as the bundle of human resource management practices that an organization implements in order to deal with high employee turnover rates. Different researchers have explored various human resource management practices that help increase employee retention rates, organizational commitment and the financial performance of organizations (Arthur, 1994; Bergiel, Nguyen, Clenney & Taylor, 2009; Chew & Chan, 2008; DeConinck & Stilwell, 2004; Heneman & Schwab, 1985; Huselid, 1995; Ryan & Sagas, 2009; Salvich, Cappetta & Giangreco, 2014; Tekleab, Bartol & Liu, 2005; Vandenberghe & Tremblay, 2008; Whitener, 1997). Arthur (1994) classified human resource systems into two broad categories, that is, “commitment” and “control” human resource systems.…”

Section: Theoretical Framework and Literature Reviewmentioning

confidence: 99%

A Structural Equation Model for Measuring the Impact of Employee Retention Practices on Employee’s Turnover Intentions: An Indian Perspective

Kashyap

Rangnekar

2014

South Asian Journal of Human Resources Management

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The role of human resource management practices dealing with employee turnover has been widely explored and examined in the existing literature. The majority of human resource management researchers have focused on the role of policies and practices in different sectors related to employee retention. However, less attention has been given to identify the practices and policies common across all industries and sectors. The present study attempts to identify and examine the most important practices of employee retention management and proposes a comprehensive structural equation model to measure the impact of these practices on employee’s turnover intentions. After an extensive review of literature, compensation, job characteristics, training, career opportunities and work–life balance have been identified as five important practices dealing with employee turnover and are common across all industries. These practices constitute the component factors of an employee retention management predicting employee’s turnover intentions. A five-factor scale with a 33-item measurement model has been validated in the study. Theoretical and managerial implications are discussed in the light of the findings.

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Exploring the link between human resource practices and turnover in multi-brand companies: The role of brand units’ images

Cited by 17 publications

References 86 publications

Competences development and turnover intentions: the serial mediation effect of perceived internal employability and affective commitment

Competences development and turnover intentions: the serial mediation effect of perceived internal employability and affective commitment

Psychological Contract, Internal Branding and Employee Turnover in an IT Company

A Structural Equation Model for Measuring the Impact of Employee Retention Practices on Employee’s Turnover Intentions: An Indian Perspective

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